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enFive ways AI will enable lifelong learning and transform the workplacehttps://www.trainingjournal.com/articles/features/five-ways-ai-will-enable-lifelong-learning-and-transform-workplace
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<div class="views-field views-field-body"> <div class="field-content"><p>Oliver Barber is looking forward to AI helping L&amp;D&nbsp;to be more creative.&nbsp;&nbsp;</p>
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<div class="field-item even" property="schema:articleBody content:encoded"><h4><strong>Reading time: 4m 9s.</strong></h4>
<p>Over the last few weeks, the Labour Party has raised the prospect of a National Education Service in the UK. As well as creating fierce political debate, this has brought mainstream attention to the idea of 'cradle-to-grave'&nbsp;learning – continuous education and training throughout peoples’ working lives.&nbsp;</p>
<p>It is a much-needed discussion. Beyond the political machinations, the spectre of the artificial intelligence revolution looms high in discussions on the future of work. Media column inches have been combining images of Elon Musk and The Terminator to underline, without too much subtlety, that AI is going to take our jobs and render humans superfluous.&nbsp;</p>
<p>Beyond the tabloid hyperbole, it is important to recognise that artificial intelligence-driven automation means that the pace at which workers’ skills and knowledge will become obsolete is going to accelerate.</p>
<p>As a result, 'always-on'&nbsp;continuous learning will become increasingly critical. There is an air of serendipity in the fact that, while artificial intelligence is the root cause of this disruption, it is also the solution for navigating it.&nbsp;</p>
<p>Here are five critical ways in which AI will provide the enabling technology to make lifelong career learning a working reality:</p>
<p class="rteindent1"><strong>Powering careers by developing smart training plans</strong></p>
<p class="rteindent1">AI can already help learners and thus L&amp;D professionals discover new training content relevant to their individual training needs.</p>
<p class="rteindent1">AI is able to analyse what is available through existing online learning systems and wider sources from video platforms such as Youtube and Vimeo to online learning and teaching marketplaces such as LinkedIn Learning, and make intelligent decisions based on what will help individual learners most.</p>
<p class="rteindent1"><strong>Getting to know you, getting to know all about you</strong></p>
<p class="rteindent1">AI offers improved cradle-to-grave&nbsp;learning because it does not approach education with a fixed mindset. As a result, it will help instil what noted educational psychiatrist Carol Dweck calls a 'growth mindset'&nbsp;in everybody.&nbsp;</p>
<p class="rteindent1">Instead of seeing employees’ current performance in digesting and internalising training and then categorising them on their perceived abilities, machine learning algorithms will begin to understand employees’ own patterns of learning and tailor future content and encouragements to how they learn best.</p>
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<p class="rteindent1">The countless hours spent at desks compiling course catalogues or reviewing unstructured data such as open question feedback will be freed up by AI.</p>
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<p class="rteindent1">The knock-on effect will be a new generation in the workforce with the confidence that they can grow and develop. This not only creates a more confident workforce but, potentially, a more productive one, an enormous potential productivity boost to the economy.</p>
<p class="rteindent1"><strong>AI virtual coach&nbsp;</strong></p>
<p class="rteindent1">Imagine all&nbsp;that personalisation and assistance described above delivered via a responsive voice assistant that learns and speaks to each employee in the most beneficial way based on their personality, interests and training needs.</p>
<p class="rteindent1">Learners will soon interact with an AI assistant embedded in various elearning platforms that recognises and responds in their spoken language making proactive, tailored suggestions and autonomously offers advice, guidance and coaching.</p>
<p class="rteindent1">In future, AI-powered virtual coaches will be better able to understand variation in human sounds and tone and thus able to recognise signs of frustration or excitement, enabling learning and development programmes to be even further optimised to individuals’ needs and abilities.</p>
<p class="rteindent1"><strong>A universe of high quality content</strong></p>
<p class="rteindent1">This is likely the hardest element to swallow as people involved in training, but AI will also automate content creation.</p>
<p class="rteindent1">We can all accept that there are limits to the amount of high quality training material we are able to produce (hence why there’s a lot of bad material out there!) AI content creation engines will analyse an instructional article and then automatically produce a new learning asset by combining the text, additional reputable sources and video clips derived from previously published content.</p>
<p class="rteindent1">Through detailed analytics of user engagement and response to created content, the algorithms will also learn what works best in content creation and optimise course content at the individual user level.&nbsp;</p>
<p class="rteindent1"><strong>Unleashing untapped human potential</strong></p>
<p class="rteindent1">Perhaps the most critical way in which AI will enable lifelong learning is by unleashing the potential of the human L&amp;D professionals. AI’s first significant disruption to existing practices will be to reduce the rote administrative tasks that currently dominate L&amp;D professionals’ to-do-lists.</p>
<p class="rteindent1">The countless hours spent at desks compiling course catalogues or reviewing unstructured data such as open question feedback will be freed up by AI.&nbsp;</p>
<p class="rteindent1">This will enable practitioners to spend more time considering the needs and skillsets of learners, the strategic training requirements of a business and developing new and creative approaches to learning for the future. Thinking creatively and strategically will become a premium and will lead to better enterprise training programmes.&nbsp;&nbsp;</p>
<p>AI is anticipated to be as big a transformation to the economy and society as the industrial revolution 250 years ago. L&amp;D professionals must expect disruption via automation, but they need to harness it and be active in helping workers be truly adaptable and equipped to upskill in step with rapid change. There has never have been a more important or inspiring time to be involved in workplace training.&nbsp;&nbsp;</p>
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<p><strong>About the author</strong></p>
<p>Oliver Barber is&nbsp;director of EMEA at&nbsp;<a href="https://www.docebo.com/" target="_blank">Docebo</a></p>
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<span property="schema:name" content="Five ways AI will enable lifelong learning and transform the workplace" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/features/five-ways-ai-will-enable-lifelong-learning-and-transform-workplace" class="rdf-meta element-hidden"></span>Mon, 19 Nov 2018 09:00:57 +0000Jon_Kennard6234 at https://www.trainingjournal.comTJ interviews: Imogen Butler-Cole, RADA Businesshttps://www.trainingjournal.com/articles/interviews/tj-interviews-imogen-butler-cole-rada-business
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<div class="views-field views-field-body"> <div class="field-content"><p>Imogen Butler-Cole&nbsp;provides insight on questions surrounding women in the workplace.</p>
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<div class="field-item even" property="schema:articleBody content:encoded"><h4><strong>Reading time: 3m 27s.</strong></h4>
<p><strong>Why do you think imposter syndrome affects women in business?&nbsp;</strong></p>
<p>Imposter syndrome – internalised fear and doubt of our achievements and authority – is a familiar feeling to many people. It appears particularly prevalent among women in business, who face specific challenges in making their voices heard in the workplace, negotiating pay rises and progressing to leadership positions – all of which can feed this imposter syndrome even more.</p>
<p>It is also linked to greater workplace performance anxiety (the business equivalent of stage fright) which manifests at key moments for women’s careers. A recent report, <a href="https://www.radabusiness.com/documents/53/Beating_workplace_performance_anxiety_JsReZhe.pdf" target="_blank">Beating Workplace Performance Anxiety</a>, found that women are 39% more likely than men to experience workplace anxiety when interviewing for a job and when negotiating a pay rise.</p>
<p>This suggests that women most often display signs of the physical impact of imposter syndrome in situations where they need to confidently put themselves forward and talk about their achievements.</p>
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<p>We often assume that confidence is something that some people naturally have while others do not. This isn’t true.</p>
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<p>This anxiety can have many physical manifestations: racing heart, shortness of breath, sweaty palms and clouded thinking. By visualising their best self and using these techniques to instil greater self-confidence, women can convey authority and assurance in these challenging situations and tackle imposter syndrome head-on.&nbsp;</p>
<p><strong>What are the techniques women can employ to boost leadership potential and have confidence to progress in their work?</strong></p>
<p>Women can employ a number of techniques to have their desired impact and boost leadership potential. It’s important for women to be heard, build resilience and achieve their goals effectively to progress in the workplace. Here are some insights using acting techniques as a basis.</p>
<ol>
<li><strong>Make a connection</strong>. Maintaining strong eye contact and looking at people directly is a simple yet effective way to engage with colleagues and clients no matter their level of seniority - it helps to build a connection of trust. This allows you to make a lasting impression and shows that you are engaged in what others are saying.</li>
<li><strong>Speak up.</strong> Don’t be afraid to state your intentions with confidence. Slow down, make your point clearly, and avoid raising your voice at the end of a sentence as this can signal you are seeking approval.</li>
<li><strong>Have confidence.</strong> Belief in the message you’re trying to deliver will give it more chance of resonating with your audience. Employers can identify confidence through body language and speech so it’s important to value and own your achievements and show them true leadership potential in any workplace situation.</li>
<li><strong>Keep breathing. </strong>Simple breathing techniques such as breathing slowly out and in can help to maintain composure in uneasy situations, and will convey that you have the confidence to deal with difficult situations in the workplace.</li>
<li><strong>Own the space.</strong> Sit or stand up straight depending on the situation you’re in and avoid looking down. It’s important to take up space with strong body language when communicating, to confidently hold your space and make your intentions clear.&nbsp; &nbsp;&nbsp;</li>
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<p>By applying these techniques, businesswomen can build on their confidence and boost leadership potential. They can help women hone their communication skills and have their desired impact in the workplace.&nbsp;</p>
<p><strong>Which women do you look to as examples of strength, leadership and progression?</strong></p>
<p>We all have strong women that we admire - and for different reasons. Whether it’s a politician, colleague, manager or friend, the key is not to impersonate someone else’s communication style but to ask yourself why you like their performance.</p>
<p>Do they land their message with impact? Do they ask the questions that you want to ask? Having this person in mind can help if you need an outward projection of strength.&nbsp;</p>
<p>We often assume that confidence is something that some people naturally have while others do not. This isn’t true. By learning the behaviours that others perceive as confidence, you can begin to feel and think more confidently too - to make your own progress.&nbsp;</p>
<p>Get into the habit of seeing yourself at your best – how do you look and sound in a situation when you know your performing excellently? Decide to bring that version of yourself into your next meeting, presentation or interview.&nbsp;</p>
<p>&nbsp;</p>
<p><strong>About the interviewee</strong></p>
<p>Imogen Butler-Cole is a tutor for <a href="https://www.radabusiness.com/" target="_blank">RADA Business</a>.</p>
<p>&nbsp;</p>
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<span property="schema:name" content="TJ interviews: Imogen Butler-Cole, RADA Business" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/interviews/tj-interviews-imogen-butler-cole-rada-business" class="rdf-meta element-hidden"></span>Fri, 16 Nov 2018 09:30:26 +0000Jon_Kennard6233 at https://www.trainingjournal.comTurning internal comms digital to boost L&D's reachhttps://www.trainingjournal.com/articles/features/turning-internal-comms-digital-boost-lds-reach
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<div class="field-item even" property="schema:articleBody content:encoded"><h4><span style="color:#000000;"><strong>Reading time: 3min 19s.</strong></span></h4>
<p>Scroll, swipe, tap. Online has catapulted its way into our lives and our workplaces over the past two decades. The rise of smartphones and tablets means all the information in the world is literally at hand so if companies want to communicate effectively with their employees they should adapt to how we consume information today.</p>
<p>During work it’s very likely we read news bulletins on mobile feeds, post updates on social media and exchange instant messages through apps, adding up to an average of 50 minutes of our time per day for personal activities. Rather than considering devices as productivity’s worst enemy, why not turn your internal communications strategy digital and appeal to your audience when it’s most active and receptive?</p>
<p>Usually the messages communicated through an intranet can be very factual, reinforcing the HR department’s standpoint and aligning with the structure of a training manual. But what can often be forgotten is that the way the information is laid out impacts how it’s perceived.</p>
<p>A digital magazine gives you the opportunity to challenge its delivery and create an engaging piece of content which staff will want to read and learn from. It’s crucial for your content to have a strong proposition and align it with where the company is going.&nbsp;</p>
<p>Online also offers you the privilege of reacting quickly to the business’ changing needs, and the digital format of an internal magazine can also provide you with access to analytics so you can test and tell what works best for your messages.</p>
<blockquote>
<p>Why not turn your internal communications strategy digital and appeal to your audience when it’s most active and receptive?</p>
</blockquote>
<p>This tool is particularly valuable when it comes to staff training and development, which is the driving force of any organisation. The success of the business is important but I recommend you plan more for the success of the people you work with.</p>
<p>Employees, no matter the industry, want to feel like they’re doing a good job and performing according to standards and appreciate when time and knowledge is invested in supporting their goals. Offering training to staff increases their morale, motivation and retention rates, which will boost your business as well.</p>
<p>If one of your important training and development messages isn’t being read, you have the flexibility to frame it in a different way, place it in a different section, promote it as a hero piece and make it stand out anyway.</p>
<p>If the content is monotonous and replicated from an off-the-shelf training and development plan, you can’t expect it to be read with enthusiasm and fervour. If you need to endorse a constant theme such as evergreen downloads on data policy, then think of a way to mix it up by diversifing your approach.&nbsp;</p>
<p>Content needs to be well-thought through and aligned with your business needs. Come January, you could be focusing on health and safety; March might be ideal for that last business push before the end of the quarter; in summer you could start to think about motivation. Remember who your audience is as they have their own drivers in terms of what they want to read.</p>
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<p>From an efficiency point of view, a digital internal magazine spares you printing costs and provides proactive feedback loops which are important to the whole training and development process. When asked for, feedback has to be read, acknowledged and actioned to make a difference.</p>
<p>Even more, you can encourage people to see through their concerns or come up with their own solutions, champion issues and explain them to the rest of the staff. This also helps in closing the management gap by streamlining the dialogue between the board and people on the floor.&nbsp;</p>
<p>For your training and development efforts, the digital magazine reinforces the company’s messages and tone of voice. It gives you the chance to lead by example, create better value conversations and champion your employees.</p>
<p>Regular access to an effective internal e-zine can also increase their engagement and productivity, offering you real-time ROI by saving time and money. In the long run, an effective internal communications tool can actually become your best ally in retaining talent.</p>
<p>&nbsp;</p>
<p><strong>About the author</strong></p>
<p>Ross Peet is&nbsp;managing partner at ideas agency <a href="http://www.yesandpepper.com" target="_blank">Yes&amp;Pepper</a></p>
<p>&nbsp;</p>
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<span property="schema:name" content="Turning internal comms digital to boost L&amp;D&#039;s reach" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/features/turning-internal-comms-digital-boost-lds-reach" class="rdf-meta element-hidden"></span>Fri, 16 Nov 2018 09:00:45 +0000Jon_Kennard6232 at https://www.trainingjournal.comTJ Newsflash: 15 Novemberhttps://www.trainingjournal.com/articles/news/tj-newsflash-15-november
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<div class="field-item even" property="schema:articleBody content:encoded"><h3><a href="https://www.itproportal.com/features/does-ai-really-have-a-place-in-the-modern-workplace/" target="_blank">Does AI really have a place in the modern workplace?</a><span style="color:#000000;"> - ITProPortal</span></h3>
<h3><a href="https://www.positive.news/society/gadgets-to-help-kick-your-smartphone-habit/" target="_blank">Gadgets to help kick your smartphone habit</a> <span style="color:#000000;">- Positive News</span></h3>
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<h3><a href="https://www.fastcompany.com/90264623/9-ceos-share-their-favorite-productivity-hacks" target="_blank">9 CEOs share their favorite productivity hacks</a> <span style="color:#000000;">- Fast Company</span><br />
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<span property="schema:name" content="TJ Newsflash: 15 November" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/news/tj-newsflash-15-november" class="rdf-meta element-hidden"></span>Wed, 14 Nov 2018 23:29:28 +0000Jon_Kennard6231 at https://www.trainingjournal.comInvesting in professional development for a virtual workforcehttps://www.trainingjournal.com/articles/features/investing-professional-development-virtual-workforce
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<div class="field-item even" property="schema:articleBody content:encoded"><p>Running a successful virtual workforce business requires a lot of time and money finding, training and retaining workers. Depending on the business model, it could be up to 25% of overheads or more. Such a big outlay begs the question: Is your workforce an expense—<em>or</em> are they an investment?</p>
<p>With recurring costs, what processes and professionals do you have in place to: 1) motivate people; 2) reduce attrition; and 3) sustain a quality workforce?</p>
<p>What’s required is an integrated workforce strategy. It should be built into the business for recruiting the best applicants, immersing them in the business and planning for their ongoing development.&nbsp;This is critical for remote businesses with on-demand workers, often independent contractors, who operate virtually.</p>
<p>Success with a virtual workforce requires focus in several areas, such as:</p>
<ul>
<li>Fostering a caring culture, which creates the right environment to attract and onboard great people</li>
<li>Using degreed educators, with the know-how to educate and engage workers, not just train them</li>
<li>Investing for the long term, creating an online community for workers to share experiences and advice with each other, as well as company information sharing and encouragement&nbsp;</li>
</ul>
<p><strong>Fostering a caring culture</strong></p>
<p>Smart job applicants do their due diligence before applying for work. Cultures vary by companies. As does the value placed on - and the investment made in - workers.</p>
<p>Job-review sites, such as <a href="https://www.glassdoor.com/Reviews/index.htm" target="_blank">Glassdoor</a>, reveal the good and the bad about a place, with candid reviews by employees and contractors. Their comments sway not only applicants, but also influence business decisions when selecting service providers. And emotional intelligence is a factor.</p>
<p>It can differentiate an in-touch company from an out-of-touch workplace, be it in-office or remote. Numbers do tell and people gravitate to where they’ll feel appreciated, whether part-time or full-time. As a result, the calibre of applicants rises.&nbsp; &nbsp;</p>
<p>A caring culture promotes open communications and stimulates learning. Developing a transparent, sharing community can help workers feel valued and important. This can be even more important in a virtual business. A virtual online portal for transparent, two-way and group sharing can help everyone feel part of a community and perform better with shared experiences.</p>
<p><strong>Using degreed educators</strong></p>
<p>Having a great corporate culture to attract talent is key to any workforce strategy. Also integral is in-depth education about their business and their client’s brand and business.</p>
<p>Often, this task falls to trainers, usually knowledge experts. Their teaching methods might be limited to traditional lectures delivered in a classroom or via WebEx. Lessons also are taught online through self-study courses. By-rote schooling can shortchange worker engagement.</p>
<p>This is where degreed educators benefit the virtual workforce. First, lessons are all educator-led, and instead of a four-hour lecture, workers switch from self-study to role-playing in small groups to gamification exercises.&nbsp;</p>
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<p>Second, educators skilled in the virtual classroom know how to break down curriculum into bite-size chunks for easier comprehension. For example, they do micro-learning with tools such as <a href="https://www.powtoon.com/home/" target="_blank">PowToon</a> to animate presentations or <a href="https://biteable.com/" target="_blank">Biteable</a>, engaging workers with infographics and interactive tutorials.</p>
<p>To ensure 100% participation in the virtual classroom, they could energize participants with <a href="https://www.umu.com/model/home" target="_blank">Umu</a> for interactive experiences or <a href="https://kahoot.com/" target="_blank">Kahoot</a> for game-based learning. Gamification provides stimulated customer-service scenarios in fun ways, using tools such as <a href="https://www.educaplay.com/" target="_blank">educaplay</a> multimedia and <a href="http://www.c3softworks.com/" target="_blank">C3 Softworks</a> quizzes.</p>
<p>Fact is, educator-led instruction recreates real-world interactions. It better prepares participants to address different situations and ever-escalating consumer expectations.</p>
<p><strong>Investing for the long term</strong></p>
<p>No matter how thorough the instruction, workers won’t know everything the first day on the job.</p>
<p>This means circling back to reinforce key lessons, listening to customer interactions and providing workers with continuous feedback. Badge recognition, such as <a href="https://info.badgr.io/" target="_blank">Badgr</a> for instance, rewards and encourages ongoing performance after initial onboarding.</p>
<p>An educator also might create a 30-, 60- or 90-day development plan to keep sharpening workers’ skills, done through an LMS. The system can underpin&nbsp;all participant development, inside the virtual classroom and outside with ongoing education.</p>
<p>The shared community website complements all of this, promoting a sense of belonging. There, workers review their performance, receive business updates and learn about new opportunities, as well as interact with peers.&nbsp;</p>
<p>A long-term commitment to a virtual workforce pays dividends—every day and throughout the years. Well-educated workers identify with the customers they serve and tend to stay. In our experience, an average of several years is not uncommon. Some remain longer, reaching five-, 10- and even 15-year anniversaries.</p>
<p>&nbsp;</p>
<p><strong>About the author</strong></p>
<p>Tamara Schroer is Vice President of Education and Development at <a href="https://workingsolutions.com/" target="_blank">Working Solutions</a></p>
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<span property="schema:name" content="Investing in professional development for a virtual workforce" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/features/investing-professional-development-virtual-workforce" class="rdf-meta element-hidden"></span>Wed, 14 Nov 2018 09:00:49 +0000Jon_Kennard6229 at https://www.trainingjournal.comWill 2019 be the year of transformation?https://www.trainingjournal.com/blog/will-2019-be-year-transformation
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<div class="field-item even" property="schema:articleBody content:encoded"><h4><span style="color:#000000;"><strong>Reading time: 3m 20s.</strong></span></h4>
<p>I don’t know about you, but this year I have been completely transfixed by transformation.&nbsp;</p>
<p>It began when I first read <a href="https://towardsmaturity.org/2018/01/31/transformation/" target="_blank">The Transformation Curve</a>, a game-changing Towards Maturity benchmark report that really cemented how important transformation and a counter-intuitive mindset is for the future of L&amp;D.&nbsp;</p>
<p>Later in the year, several other incredibly insightful reports were released, which for me, confirmed how vital a transformative approach is, not only for the learning industry, but for businesses to successfully navigate through a VUCA climate and the impending fourth industrial revolution.</p>
<p>And it’s not just research and reports that have inspired me to think about transformation. Recently, I have had several conversations with peers and clients around the role transformation is or will be playing in their end of year strategies.</p>
<blockquote>
<p>Now is a great time to take stock and think about what we, as an industry, have learned in 2018, and how you can use this knowledge to propel your organisation into a successful future.</p>
</blockquote>
<p>Among them, the consensus seems to be that 2018 was a big year for understanding the role of transformation, but 2019 will hopefully be the year we make it all happen.&nbsp;</p>
<p>If this sounds familiar to you, or if you’re completely new to the concept of transformation, I think now is a great time to take stock and think about what we, as an industry, have learned in 2018, and how you can use this knowledge to propel your organisation into a successful future. I for one, am particularly excited about how the following findings could shape the future of L&amp;D:</p>
<p class="rteindent1"><strong>Business transformation</strong></p>
<p class="rteindent1">In today’s business world, transformation has become the new normal for organisations seeking to adapt and excel in the face of ever-accelerating change. At least, that’s how Harvard Business Publishing introduce their up-to-the-minute research on leadership development and the <a href="http://www.harvardbusiness.org/2018-state-leadership-development-report" target="_blank">transformation imperative</a>.&nbsp;&nbsp;</p>
<p class="rteindent1">This report is a bit of a love song for how crucial transformation is for business success. And it really was music to my ears to read that the best place for businesses to start their transformation journey is in fact, L&amp;D – particularly leadership development.&nbsp;</p>
<p class="rteindent1">These findings could really help L&amp;D departments (especially those currently viewed as a support facility) transform into a strategic business partner. The report emphasises that organisations who&nbsp;make L&amp;D a true strategic partner are more likely to successfully transform.&nbsp;</p>
<p class="rteindent1">&nbsp;</p>
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<p class="rteindent1"><strong>Workforce transformation</strong></p>
<p class="rteindent1">The Future of Jobs published a few years ago was such an eye-opening report on the changing skills demand. So, I was really excited when<a href="https://www.weforum.org/reports/the-future-of-jobs-report-2018" target="_blank"> this year’s edition</a> was released just a few months ago.</p>
<p class="rteindent1">The World Economic Forum provides a glimpse at what a successful fourth industrial revolution workforce looks like, and this is another area where transformation and L&amp;D is at the helm. The report emphasises how L&amp;D need to help develop a transformative workforce by <a href="https://content.brayleinolearning.co.uk/the-rise-of-the-soft-skill" target="_blank">preparing their people</a> with the tools they need to cope with a shifting skills demand.&nbsp;</p>
<p class="rteindent1">I wouldn’t be surprised if these findings shape a lot of 2019 strategies, as it seems imperative that businesses start future-proofing their people today, if they want to be successful in the years to come.&nbsp;</p>
<p class="rteindent1"><strong>L&amp;D transformation&nbsp;</strong></p>
<p class="rteindent1">And, if you haven’t yet read <a href="https://towardsmaturity.org/2018/01/31/transformation/" target="_blank">The Transformation Curve</a>, I strongly recommend that you do.&nbsp;</p>
<p class="rteindent1">The report is groundbreaking in that it highlights the journey L&amp;D departments need to go through in order to reach success. A key part of the findings shows that to mature, grow and ultimately succeed, taking a transformative approach is key. It’s all about letting go of what has worked well in the past and transforming in order to continue moving forwards.&nbsp;</p>
<p class="rteindent1">Hopefully, many in L&amp;D have taken this report on board and will be making a transformative leap to success in 2019.&nbsp;</p>
<p>Whilst we’ve acquired so much knowledge over the last few years about the role of transformation, for many businesses it’s still just a potential. That’s why I think (or hope) that next year will be the year businesses and L&amp;D will make transformation happen.</p>
<p>&nbsp;</p>
<p style="box-sizing: border-box; margin: 0px 0px 9px; font-family: Roboto, &quot;Helvetica Neue&quot;, Helvetica, Arial, sans-serif;"><strong style="box-sizing: border-box;">About the author</strong></p>
<p style="box-sizing: border-box; margin: 0px 0px 9px; font-family: Roboto, &quot;Helvetica Neue&quot;, Helvetica, Arial, sans-serif;">Stephanie Morgan is director of learning solutions at&nbsp;<a href="http://brayleinolearning.co.uk/" style="box-sizing: border-box; background: transparent; color: rgb(217, 3, 66); text-decoration-line: none;" target="_blank">Bray Leino Learning</a></p>
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</div><span property="schema:name" content="Will 2019 be the year of transformation?" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/blog/will-2019-be-year-transformation" class="rdf-meta element-hidden"></span>Wed, 14 Nov 2018 08:30:02 +0000StephanieMorgan6198 at https://www.trainingjournal.comExpecting more than a baby: Working it out for working parentshttps://www.trainingjournal.com/articles/features/expecting-more-baby-working-it-out-working-parents
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<div class="views-field views-field-body"> <div class="field-content"><p>Rebecca Hourston offers advice for making shared parental leave more successful.</p>
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<div class="field-item even" property="schema:articleBody content:encoded"><p>There’s no way to train for parenting – the only way to truly learn is from first-hand experience, in real time and on the job. So, what does good practice look like for organisations seeking to support their working parents?</p>
<p>Certainly, working hours and location flexibility is one key ingredient, but so is an inclusive approach and culture that seeks equality between the genders. Supporting dads as well as mums in the workplace is crucial to success.</p>
<p>But first let’s be clear about why it matters.</p>
<p>Don’t buy the tired myths about the theoretical loss of skills post-baby, or the supposed dangers of flexible working. New research shows how the transferable skills that parents naturally develop can make them even more valuable employees.</p>
<p>After becoming a dad, men reported that their abilities improved in a number of areas, such as managing personal wellbeing (47%), managing people (46%) and developing organisational skills (50%). A similar phenomenon was reported by new mums: 46% reported an increase in their organisational skills, for instance.</p>
<p>That’s according to <a href="http://www.talking-talent.com/en/gender-equality-needs-new-deal-dads-work" target="_blank">new research</a> of&nbsp;over 7,000 working parents about their experiences.</p>
<p>The research found (contrary to common assumption) that nearly one in three new mothers (32%) — and nearly half (46%) of new fathers — reported an increase in confidence on their return to work after parental leave.</p>
<blockquote>
<p>New research shows how the transferable skills that parents naturally develop can make them even more valuable employees.</p>
</blockquote>
<p>But over half (52%) of working parents, including 26% men and 30% women, think that their career has slowed down compared to their childless colleagues.</p>
<p>The research clearly shows how working dads are finding it harder to secure support from their employers. 57% of all those surveyed wanted flexible working hours. While 21% of women have never had a request turned down, only 14% of men experienced the same.</p>
<p>So, the case for action is clear – this is a valuable pool of talent who are becoming more skilful and confident and simultaneously finding less opportunity and enjoying less support.</p>
<p>How should organisations respond?</p>
<p>Well, they need to go further than simply setting the right policy – they need working practices that really make it easier for employees to share parental responsibilities between mum and dad.</p>
<p>More than half of working parents (53%) experienced a significant gap between what their workplace says it’s doing and what it’s actually doing; around half of that group (26% of the total) made this point strongly. Walking the talk is important. And there are some pivotal points of focus too.</p>
<p>The research shows how shared parental leave (SPL) can play a crucial role in setting the right tone in sharing responsibility across the genders. But one in three parents surveyed struggled to even understand their company’s policy on parental leave.</p>
<p>In the UK, two-thirds (66%) of working parents agreed that SPL can benefit couples by preparing them to share parental responsibilities more equally in future years. Successfully sharing their role as parents is essential for women to continue the progression of their careers and is key to closing the gender pay gap.&nbsp;</p>
<p>But it will only succeed if organisations ensure working dads don’t face exactly the same negative experiences which have stopped working mums progressing in the past. And half of respondents (51%) thought that fathers who took SPL would experience a detrimental effect on their careers. 53% feared judgement if they chose SPL.</p>
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<p>To send a clear and positive message, employers need to be transparent and proactive in publishing their policies on parental leave. They need to make SPL both available and appealing.</p>
<p>And although it may be tempting to focus budget, policy and support on one ‘return to work’ moment, the secret to successful support for working parents is an approach that takes account of the broader ‘arc’ of new parenthood.</p>
<p>This has four clear stages – pre-leave (‘Great Expectations’), on leave (‘Leading on Leave’), return to work (‘Confident Comebacks’) and then the extended period once their return is complete (‘Thriving Sustainably’).</p>
<p>This last stage is easily neglected but should be a priority due to the ongoing and ever-shifting demands and priorities of combining young family with professional commitments.</p>
<p>Organisations need to offer support across all four stages, not just by providing paid leave and on immediate return to work. And starting early pays dividends. Coaching or advice offered before leave can make a significant contribution to more sustainable and successful strategies later.</p>
<p>When it comes to supporting working parents as a critical source of talent, setting perfect policies is not enough. Leaders and managers need to be supported by their organisations to bring those ideals to life with advice, attitude and tools.&nbsp;</p>
<p>As with parenting itself, management of the professional aspect of this life stage doesn’t always come ‘naturally’; it needs support, challenge and guidance too. Combined with a cycle of assessment and reflection, leaders and managers are key to establishing a culture where working parents can thrive and extend what they contribute to their employer.</p>
<p>&nbsp;</p>
<p><strong>About the author</strong></p>
<p>Rebecca Hourston is Head of Working Parent &amp; Executive Coaching Programmes at <a href="http://www.talking-talent.com/" target="_blank">Talking Talent</a>.&nbsp;</p>
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<span property="schema:name" content="Expecting more than a baby: Working it out for working parents" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/features/expecting-more-baby-working-it-out-working-parents" class="rdf-meta element-hidden"></span>Tue, 13 Nov 2018 09:30:51 +0000Jon_Kennard6228 at https://www.trainingjournal.comCoaching: It’s a team game pt2https://www.trainingjournal.com/articles/opinion/coaching-it%E2%80%99s-team-game-pt2
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<div class="views-field views-field-body"> <div class="field-content"><p>Tom Marsden concludes his piece on the importance of team coaching.</p>
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<div class="field-item even" property="schema:articleBody content:encoded"><p><strong>Different types of teams</strong></p>
<p>It’s also true that no two teams are the same. The area in which the team needs to focus at any one time will depend upon the specific context. Therefore, it’s critical in any field to understand the different nature of the team.</p>
<p>One thing to recognise is the difference between ‘true teams’ and ‘teams of individuals.’ In sports, true teams might include the likes of rugby, football and basketball. Teams of individuals might include a running or swimming squad or a boxing camp. At work, true teams might include a leadership group that defines a strategy or a product team that builds a product together.</p>
<p>Teams of individuals might include researchers, salespeople or service staff that share a common manager. The key difference is the depth of the collaboration. In true teams much of the work gets done together. Members are dependent on each other to complete their work. Teams of individuals are more independent and success is easier to judge individually.</p>
<p>Team coaching needs to adapt to both contexts.</p>
<p><strong>The most effective coaching blends individual and team coaching</strong></p>
<p>However, the best coaches leverage both individual and team coaching. Team coaching is focused on clarifying collective purpose and how the unit will operate together. Individual coaching is focused on developing the awareness of each individual so that they deliver on their area of responsibility.</p>
<blockquote>
<p>In true teams much of the work gets done together. Members are dependent on each other to complete their work.</p>
</blockquote>
<p>Alex Ferguson was one of the most successful football managers in history. Many attribute his extraordinary success to his ability to coach both team and individual. Team-based attacking and defensive drills, a chat with David Beckham about balancing his football and media duties or advising Ryan Giggs how to maintain his career.&nbsp;</p>
<p>Clive Woodward has also acknowledged the benefits of a dual focus. “Great teams are made up of great individuals.” He explained that the way he harnessed Johnny Wilkinson’s talent was to encourage his drive to be better. Sometimes the individual may not be the greatest technically.&nbsp;</p>
<p>Shane Battier was twice voted 'team player of the year'&nbsp;in the NBA. He readily acknowledged he wasn’t the largest, quickest or most skilful, but he made excellent use of the coach’s pre-match reports and this enabled him to read the game better than others.</p>
<p>One trend is that individual contributors are increasingly recognising the 'team behind'&nbsp;them. The team behind individuals like Anthony Joshua or Mo Farah is more visible. In research, scientists are working less in isolation. Nobel prizes, for example, are increasingly being awarded to teams rather than individuals. Salespeople are needing to collaborate to close a deal.</p>
<p>The mix provided of team and individual coaching will depend whether you are coaching a true team or a team of individuals. The tendency is to focus on individual one on ones only. This is a good start, but it will not deliver the best results.</p>
<p>These days, we need to coach the team too.</p>
<h4><a href="https://www.trainingjournal.com/articles/opinion/coaching-it%E2%80%99s-team-game-pt1" target="_blank">You can read part one of this feature here.</a></h4>
<p>&nbsp;</p>
<p style="box-sizing: border-box; margin: 0px 0px 9px; font-family: Roboto, &quot;Helvetica Neue&quot;, Helvetica, Arial, sans-serif;"><strong style="box-sizing: border-box;">About the author</strong></p>
<p style="box-sizing: border-box; margin: 0px 0px 9px; font-family: Roboto, &quot;Helvetica Neue&quot;, Helvetica, Arial, sans-serif;">Tom Marsden is&nbsp;CEO at&nbsp;<a href="https://www.saberr.com/" style="box-sizing: border-box; background: transparent; color: rgb(217, 3, 66); text-decoration-line: none;" target="_blank">Saberr</a>.</p>
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<span property="schema:name" content="Coaching: It’s a team game pt2" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/opinion/coaching-it%E2%80%99s-team-game-pt2" class="rdf-meta element-hidden"></span>Tue, 13 Nov 2018 09:00:36 +0000Jon_Kennard6221 at https://www.trainingjournal.comTalent acquisition: How software-led processes are improving the experiencehttps://www.trainingjournal.com/articles/opinion/talent-acquisition-how-software-led-processes-are-improving-experience
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<div class="views-field views-field-body"> <div class="field-content"><p>Charles Hipps believes that the right technology is key to streamlining - and democratising -&nbsp; the talent acquisition process.&nbsp;</p>
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<div class="field-item even" property="schema:articleBody content:encoded"><p>With the race for talent intensifying, recruiters are feeling the pressure to increase velocity and win the hearts and minds of qualified early talent candidates sooner – be this through an intern program or a more dedicated college recruiting exercise.&nbsp;</p>
<p>The fear is clear that a poor and inefficient recruiting process risks affecting candidate quality. More importantly for recruiters, getting it wrong leads to extended administration time and duplication of effort, not to mention mistakes, including good candidates being missed. This process stretches all the way to the onboarding stage to complete the hiring cycle and get a candidate prepped to be an employee.</p>
<p>Millennials and in some countries Generation Z are shaping up to be the largest workforce ever and the largest living generations. Millions of them have already joined the workforce, and, currently, they make up an astonishing 36% of it. By the year 2025, three out of four workers will be millennials.</p>
<p><strong>Hiring new talent is gruelling</strong></p>
<p>It’s because this talent pool is so large that the battle to secure a position as an apprentice, intern or a freshly qualified college student is gruelling. For recruiters, the hiring process, which is very different to other talent acquisition activities, has never been so overwhelming. Building a pipeline of college talent for internships and entry-level positions takes a tremendous amount of work including:&nbsp;</p>
<ul>
<li>Hosting information sessions, workshops, along with attending career fairs — campus recruiters attend more than 150 live events per year, according to the National Association of Colleges and Employers (NACE) and Institute of Student Employers (ISE).</li>
<li>Vetting the mountains of CVs, then tracking, assessing and managing candidates – NACE &amp; the ISE estimate that every job posting generates an average of 250 resumes!</li>
<li>Coordinating interviews and offer decisions for large groups of candidates, while working with a myriad of alumni school team members within a company – compared with the typical scenario of just one hiring manager for the rest of talent acquisition.</li>
</ul>
<p>As if all that pressure on recruiters is not enough, they are vying for candidates from a generation that is less focused on work as a top priority, less concerned about salaries when considering a job, less likely to stay in a job for more than two years, and more focused on training and advancement than their previous generations of college graduates.</p>
<blockquote>
<p>When it comes to determining which candidates might catch the eyes of many, current recruiting processes are imperfect, elitist and exclusionary.</p>
</blockquote>
<p>These candidates are also prone to getting frustrated by the amount of time it takes to receive an offer after their initial application and the lack of communication during their journey.</p>
<p><strong>Intelligent blind recruitment can ease this pain</strong></p>
<p>Top recruiters might receive over 150,000 applications a year and rising from a mixture of core and non-core schools and not have time to sift fairly. Employers can first screen for the components they determine as most important to be a good fit for a business (67% of companies polled recently by NACE/ISE admit to screening candidates by their grade for example).</p>
<p>Once they have whittled down the applicant lists, intelligent blind sifting can ease this pressure helping to instantly and automatically review all applications globally and flag up to 33% of all candidates they will end up extending an offer to.</p>
<p>In so doing, it is possible to free up significant amounts of recruiter resource each year – time which could be spent on adapting better engagement techniques to ensure a leading candidate with many offers at their disposal is more likely to buy into the culture, mission and vision of the firm.</p>
<p>Automated recruiting to identify the best intern and college talent using blind sifting like this is essential to democratising the identification of great fits for any organisation. When it comes to determining which candidates might catch the eyes of many, current recruiting processes are imperfect, elitist and exclusionary.</p>
<p>These concerns make it important that recruiters consider new ways to attract people from all backgrounds. To do this, there is a need to ensure that nothing in the recruitment process puts up barriers that prevent the best talent from joining a firm. Blind recruitment can be a platform to achieving this.</p>
<p>Good application tracking systems can help recruiters to work in this way. Under blind recruitment, the personal information that will be concealed, during the sifting phase, are:</p>
<ul>
<li>age</li>
<li>title</li>
<li>first name</li>
<li>last name</li>
<li>preferred first name</li>
<li>employee number</li>
<li>candidate email address</li>
<li>address details</li>
<li>telephone numbers</li>
<li>nationality details</li>
<li>immigration details</li>
</ul>
<p>By removing the candidate’s name and other personal information, such as their nationality or the university they attended, an employer can ensure that people will be judged on merit and not on their background, race or gender.</p>
<p>This also has the potential to widen the spread of candidates and open up talent pools to diverse groups of talent, thereby avoiding with challenges around elitism. The technology can automatically flag to a recruiter, candidates that have all the key indicators of success they're looking for, but that didn’t get a qualification from the likes of Russell Group campuses.</p>
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<p>All of this is done by simply using digital transformation to replicate collective decision making, which in turn reduces the influence of bias by individuals or processes.</p>
<p>Harnessing the potential means you’re not just dismissing elitism theories but you’re also identifying &amp; quantifying any historic bias reducing the potential for new bias in future decision making.&nbsp; It means you can mitigate the influence of disparate impact and focus on just winning great hires.</p>
<p><strong>Fail to engage with millennials at your own peril</strong></p>
<p>But that’s just the start. The recruiting and hiring process is now one that doesn’t stop when a candidate is offered a job - it’s a fluid process that’s undefined, meaning recruiters must create opportunities for candidate conversation, curiosity and research long before a job opening becomes available where they fit the bill.&nbsp;</p>
<p>Recruiters that are planning for and attending so many on-site events or vetting piles of resumes, can easily lead to communicating with students falling by the wayside or ending up last on the list of priorities. Whether it’s time delays, poor communication with applicants, or a bad online user experience,&nbsp; recruiters risk losing qualified candidates. As recruits are left in the dark, they consider other offers.</p>
<p>The only way of seizing the mantle to ease these pains is to focus on better candidate engagement in a digital era that demands continuous interaction. Recruitment marketing is the new norm. Providing relevant content at key moments of candidate receptivity can help to build trust.</p>
<p>It also demonstrates an understanding of candidate needs via personalisation. This can be achieved by amplifying existing marketing content with contextual placements. For example, you can maximise existing career site real estate in a cost-effective way.</p>
<p>At every stage of the process good automation will facilitate two-way conversations so that candidates can give feedback on what they think of the process, and receive feedback in return. The aim is to help them in their career regardless of whether they are hired or not.</p>
<p>Rather than the elongated manual processes some recruiters still have embedded, the race is on to expedite processes and keep candidates better engaged to better match the high-touch process of finding, evaluating, and landing talent, which is more likely to simplify processes and increase hiring velocity.</p>
<p>Essentially, by alleviating the administrative burdens of recruiters, you are better able to personalise processes and interact more frequently with highly sought after qualified candidates in warm, authentic and meaningful ways such as including others involved in the recruiting process and updating candidates on the status of their application or sharing results from an assessment.</p>
<p><em>Part two of this feature will be published next week.</em></p>
<p>&nbsp;</p>
<p><strong>About the author</strong></p>
<p>Charles Hipps is founder, CEO and Chairman of <a href="https://oleeo.com/" target="_blank">Oleeo</a>.</p>
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<span property="schema:name" content="Talent acquisition: How software-led processes are improving the experience" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/opinion/talent-acquisition-how-software-led-processes-are-improving-experience" class="rdf-meta element-hidden"></span>Mon, 12 Nov 2018 09:30:21 +0000Jon_Kennard6226 at https://www.trainingjournal.comConsumerisation of learning and keeping pace with the platformshttps://www.trainingjournal.com/articles/opinion/consumerisation-learning-and-keeping-pace-platforms
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<div class="views-field views-field-body"> <div class="field-content"><p>Sunder Ramachandran looks to ed-tech and the consumer market for the future of learning.</p>
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<div class="field-item even" property="schema:articleBody content:encoded"><p>The consumerisation of learning narrative has been discussed and debated on the L&amp;D conference circuit for the last few years and is driven largely by the leaps made by the ed-tech industry. The usual casualty with new trends is an overwhelmed and confused buyer, i.e. L&amp;D professionals in this case.</p>
<p>Just as we were getting warmed up to modern workplace learning practices which include&nbsp;leveraging social- and mobile-first channels to support performance, terms like learning experience platforms and 'Netflix for learning' where thrown at us.</p>
<p>There are blogs that define these trends and a Twitter/LinkedIn search will throw up enough literature to get you to speed. L&amp;D is notoriously susceptible to falling for the new and shiny and our partners in the ed-tech ecosystem know us better than we may acknowledge.</p>
<p>So along with some smart decisions we make, we also buy snake oil every now and then. It gives us an impression of being progressive and ahead of the curve, an important fuel to keep L&amp;D’s self-esteem high. If you doubt this, just count the number of conferences and award shows our profession puts out.</p>
<p>The way we consume information, education and entertainment has changed and there is significant experience spill-over when it comes to our expectations from an enterprise system. This holds true for learning but also for any other enterprise-wide platform.</p>
<blockquote>
<p>Building capabilities such as smart search, picking up low signals on the changing environment, social listening and building your personal learning network will deliver a better bang for the buck.</p>
</blockquote>
<p>If our internal video learning platform doesn’t match up with what we experience via TED or YouTube, we get scoffed at. If the quality of our elearning is not on&nbsp;par with a MOOC from <a href="https://www.coursera.org/" target="_blank">Coursera</a>, the employee experience is mediocre. While we don’t state these explicitly in an engagement survey, we are all anchored in our experiences from the consumer world.</p>
<p>This makes all of us in L&amp;D anxious at large and nervous in parts. How do you solve this? What skills and capabilities are required within internal learning teams? Is this a ‘build’ or a ‘buy’ use case?&nbsp;<br />
Whenever L&amp;D is in doubt, there are always partners that come to our rescue.</p>
<p>So, if you can’t compete with the external platforms, stitch them into your internal learning management system. It’s a win-win as the partner community will let you believe. The immediate outcome is a rush that we are seeing from LMS providers to integrate with MOOC platforms like Coursera, video platforms like TED and content providers like <a href="https://www.linkedin.com/learning/" target="_blank">LinkedIn Learning</a>.</p>
<p>So&nbsp;an employee doing a short module on LinkedIn Learning gets credit on the internal learning system and has something to show for it. The parallel argument here is around open badges gaining rapid acceptance and a shift from recording every interaction that could have a currency of learning.</p>
<p>This type of&nbsp;joined-up approach is a B2B revenue stream for the content provider, a new go-to-market strategy for the platform provider and low hanging fruit for the corporate L&amp;D buyer. Overall, it delivers a clear win as part of the ‘employee experience’ narrative that HR leaders are being held accountable for.</p>
<p>This is not limited to learning systems as we are seeing this play out with Workplace by Facebook becoming the new norm in enterprise social networking and Slack for internal messaging and collaboration.</p>
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<p>It's driven in my view by a well-intended but captive mindset which manifests into corporate talk like 'We will create a best in class learning pathway for our employees', 'We understand the learning needs of our employees and have responded', 'We are committed to creating a great employee experience'.&nbsp;</p>
<p>It feels like being invited to the buffet but being served by someone else.&nbsp;</p>
<p>If ongoing review of enterprise learning architecture is the new norm, then we must be at this every six&nbsp;months, given the pace and sophistication we are seeing in the new platforms. <a href="https://www.masterclass.com/" target="_blank">Masterclass</a> is a strong example of how delivering a learning experience online is getting redefined and I am sure they will be available soon via an LMS.&nbsp;</p>
<p><strong>In summary</strong></p>
<p>My argument is that we must invest our energy in building the ‘learning to learn’ capability. I will put my money on the ed-tech industry, in their ability to stay ahead of us in interpreting consumer trends.</p>
<p>Building capabilities such as smart search, picking up low signals on the changing environment, social listening and building your personal learning network will deliver a better bang for the buck. The conflict here is that some of this involves disrupting ourselves as L&amp;D in terms of how we are structured, staffed and what we are held accountable for.</p>
<p>I worry if we are focused more on keeping ourselves relevant as a function than keeping our employees sharp. There are no easy answers here, but we must engage in an ongoing dialogue.&nbsp;</p>
<p>&nbsp;</p>
<p><strong>About the author</strong></p>
<p>Sunder Ramachandran is General Manager, Training at GlaxoSmithKline Pharmaceuticals India. The views expressed are personal. He can be reached on Twitter <a href="http://twitter.com/sundertrg" target="_blank">@sundertrg</a></p>
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<span property="schema:name" content="Consumerisation of learning and keeping pace with the platforms" class="rdf-meta element-hidden"></span><span rel="schema:url" resource="/articles/opinion/consumerisation-learning-and-keeping-pace-platforms" class="rdf-meta element-hidden"></span>Mon, 12 Nov 2018 09:00:27 +0000Jon_Kennard6225 at https://www.trainingjournal.com